I had an interesting discussion today with one other consultant and our client. The conversation meandered initially from topic to topic, all very generally, to Project Management. Breaching the latter by questioning how our client wanted us to communicate progress – and when, and how – the client responded in an unexpected way by reflecting on how trust, or lack thereof, affects project management related administrative expectations, needs and requirements.

His proposition was as simple as intriguing, chiefly stating that the degree of trust a client has in the capabilities of the consultant is juxtaposed to the administrative and reporting requirements (s)he imposes on the consultant.

In other words, a client will put little value on project administration and reporting if a high degree of trust exists.

In contrast, a client will adjust her/his expectations conversely if trust diminishes or simply lacks from the word go.

“The best consultants I have worked with” he said “are the ones that come in and just do their job by spending each and every moment working toward the generation of solutions.”

“As soon as they start to reach for project templates, standard operating procedures, pre-hashed meeting agendas and project management controls they’re out of the door.”

“I hire consultants on the basis that they know what they’re doing. I hire them on the basis that I can trust them. Consider then the concept ‘project management controls’ and put that in context of trust. I am sure you’re intelligent enough to work that one out.”

As for the answer I was looking for, it came as one of the best compliments I could hope to receive from a client.

“Forget admin, deliver results as I expect – and trust – you will.”

What a way to start this weekend.